This comprehensive introduction to management principles and their clinical application to the laboratory setting, emphasizes the laboratory manager's role in achieving organizational goals and objectives and understanding the importance of maximizing human, physical and financial resources. The book includes a number of examples and case studies which demonstrate the practical utility of management theory. Topics covered include: attention to employee involvement in work groups; a discussion of employee temperament styles; information on computer and laboratory information systems; ideas for using accreditation inspections as a management tool; guidance in marketing clinical laboratory services; and the application of financial ratios for decision making. It also offers insight and direction for CLIA and OSHA regulations and includes discussion of time management and team development concepts.
Part I Fundamentals of Laboratory Management 1(94)
Chapter 1 The Nature of Management in Laboratory Medicine 1(16) John R. Snyder David S. Wilkinson Strategic Vision: A Paradigm Shift and Resulting Trends 2(3) Administration--Art or Science? 5(1) Definition of Administration 6(1) Management: A Systems Perspective 7(2) Managerial Duties and Responsibilities 9(1) The Administrative Process 10(2) The Transition to Laboratory Management 12(2) Summary 14(3)
Chapter 2 The Clinical Laboratory Improvement Amendments (CLIA) 17(18) Richard B. Passey Background 17(3) Proficiency Testing 20(7) Patient Test Management 27(1) Quality Control 28(1) Personnel 28(1) Quality Assurance 29(2) Inspections 31(1) Penalties 32(1) Master Plan 32(3)
Chapter 3 Management Functions in the Clinical Laboratory 35(26) John R. Snyder David S. Wilkinson Strategic Management and Planning 35(2) Planning at the Departmental Level 37(1) Establishing Policies and Procedures 38(1) Design of Clinical Laboratory Floor Plan and Work Flow 39(7) Laboratory Organizational Structure 46(6) Reengineering the Clinical Laboratory 52(2) Controlling Operations in the Laboratory 54(1) Management by Objectives 55(6)
Chapter 4 Problem Solving--The Decision-Making Process 61(18) John R. Snyder Bonnie R. Hendrix Areas of Concern in Decision Making 61(1) Decision-Making Approaches and Effects 62(3) Human Factors in Decision Making 65(1) Quantitative Tools for Decision Making 66(1) Steps in the Problem-Solving Process 66(3) Problem-Solving Tools 69(5) Choosing a Management Decision Style Based on the Situation 74(3) Problem Solving and Decision Making With Proficiency Data 77(2)
Chapter 5 Making the Transition to Laboratory Management 79(16) John R. Snyder David S. Wilkinson New Responsibilities 79(1) New Demands 79(1) New Duties 80(1) New Relationships 80(2) Managing Versus Doing 82(3) Delegation 85(2) Managing Time 87(3) The First Six to Twelve Months 90(1) Educating Laboratory Administrators 90(1) Challenges for Todays Laboratory Manager 91(2) Bridging the Gap: An Approach 93(2) Part II Concepts in Managerial Leadership 95(100)
Chapter 6 Motivation-Managerial Assumptions and Effects 95(12) Diana Mass Nature of Motivation 95(2) Motivational Theories 97(5) Responsibilities of Management 102(1) Group Dynamics 103(1) Motivating Into the 21st Century 104(1) Summary 105(2)
Chapter 7 Laboratory Communications 107(18) Edward A. Johnson Interpersonal Communication Within the Laboratory 107(4) Interpersonal Communication--a Transactional Process 111(3) Organizational Communication Systems 114(2) Organizational and Interpersonal Communication Barriers 116(2) Organizational Communication: Requisitions and Reports 118(1) Improving Managerial Communication 119(6)
Chapter 8 Leadership Styles and Group Effectiveness 125(26) John R. Snyder Measures of Group Effectiveness 127(1) The Climate Reflecting Leader Behavior 127(1) The Leadership Role of Managers and Supervisors 128(2) Bases of Power and Influence 130(1) Factors Influencing Leadership Styles 131(1) Leadership Styles: The Leader Dimension 132(3) Linking Leadership Style to Followership 135(6) Leadership and the Situation 141(3) Diagnosing the Situation 144(4) Leadership Behavior in Need of Change 148(3)
Chapter 9 TQM-CQL: Employee-Involvement Work Groups 151(16) Barbara L. Parsons Dietrich L. Schaupp Why Employee Involvement? 151(1) The Quality Movement 152(1) Total Quality Management 153(4) The Quality of Work Life Approach 157(6) Autonomous Work Teams 163(2) Conclusions and Summary 165(2)
Chapter 10 Conducting Effective Meetings 167(8) Janie Brown Crane Meeting Purposes 167(1) Planning 168(2) Conducting the Meeting 170(1) Avoiding Nonproductive Meetings 171(2) Effective Leadership 173(2)
Chapter 11 Management of Conflict and Change 175(20) Dietrich L. Schaupp Barbara L. Parsons Change and Conflict Are Natural 175(1) The Laboratory as an Organizational Entity 175(2) Trying to Understand Change and Conflict 177(13) Encouraging Conflict 190(2) A Final Note 192(3) Part III Process in Personnel Administration 195(88)
Chapter 12 Interviewing and Employee Selection 195(26) Stephen L. Wilson John R. Snyder Recruitment 196(1) Human Resources Personnel 196(1) Legal Aspects of Interviewing and Employee Selection 196(2) The Equal Employment Opportunity 198(2) The Hiring Process 200(1) The Application Form 200(3) Telephone Contacts With Candidates 203(1) Reference Checks 203(9) Conducting the Interview 212(1) Interview Preparation 213(1) Analysis of the Resume 213(1) Interview Environment 213(1) Structured Interview 213(1) Communication Skills 213(1) Interview Termination and Follow-Up 214(1) The Selection Process 215(1) Transfer and Promotion 216(5)
Chapter 13 Staffing and Scheduling of Laboratory Personnel 221(24) Anthony S. Kurec Resource Management 221(2) Forecasting Staffing and Scheduling Needs 223(1) Personnel Selection 224(3) Criterion-Based Job Description 227(4) Scheduling 231(3) Scheduling for Efficient Service 234(4) Available Resources 238(2) Alternative Scheduling Approaches 240(5)
Chapter 14 Standards and Appraisals of Laboratory Performance 245(10) Jana Wilson Wolfgang Kenneth E. Wolfgang Performance Appraisals: Definitions and Purposes 245(1) Essentials of Meaningful Performance Appraisals 246(1) Designing Performance Appraisals 247(4) Performance Appraisals in the Context of Performance Management 251(2) Performance Appraisals and the Clinical Laboratory 253(2)
Chapter 15 Educational Responsibilities of Managers and Supervisors 255(14) John R. Snyder Richard L. Moore II Education and Training in the Clinical Laboratory 256(1) Lifelong Learning 256(2) Educational Issues 258(1) Staff Development 258(2) Approaches to Educational Activities 260(4) The Process of Developing Educational Activities 264(5)
Chapter 16 Labor Relations and the Clinical Laboratory 269(14) Walton H. Sharp Background 269(1) Labor Law and the Public Employee 269(2) Labor Law and the Private-Sector Employee 271(2) Unions 273(10) Part IV Essentials of Effective Laboratory Operation 283(176)
Chapter 17 Clinical Laboratory Design and Refurbishment 283(10) Pennell C. Painter Starting the Design Process: Putting Ideas on Paper 283(8) Utility Services 291(2)
Chapter 18 Process Control and Method Evaluation 293(34) John A. Lott Process Control in the Clinical Laboratory 293(2) Qualitative Characteristics of Process Control Materials 295(1) Concentrations of Analytes in Controls 295(1) Interrelated Concentrations in Controls 296(1) Accuracy of Controls 296(6) Allowable Error in the Medical Needs Context 302(4) Allowed Error Based on CLIA Rules 306(5) Interlaboratory Surveys 311(2) Resolving Analytical Errors With Interrelated Specimens 313(1) Laboratory Mistakes 314(1) Evaluation of New Methods 315(4) CLIA Requirements for New Methods 319(8)
Chapter 19 Computers and Laboratory Information Systems 327(14) John R. Svirbely Jack W. Smith, Jr. Carl Speicher Problems in Information Handling Prior to Computerization 327(1) Overview of Computer Systems 328(1) The Fundamental Functions of the Laboratory Information System 329(4) Current and Future Requirements for Laboratory Information Systems 333(4) Acquiring an LIS 337(4)
Chapter 20 Concepts of Preventive Maintenance for Laboratory Instrumentation 341(10) John S. Davis Accrediting Agency Requirements 341(1) Instrument Selection and Implementation 342(4) Performance Responsibility 346(3) Benefits of Preventive Maintenance 349(2)
Chapter 21 Clinical Laboratory Safety and OSHA 351(18) Peggy P. Luebbert Regulations and Enforcements 351(1) Infectious Hazards 352(3) Chemical Safety 355(7) Fire (Life) Safety 362(2) Ergonomics 364(5)
Chapter 22 Laboratory Regulation, Certification, and Accreditation 369(26) Gary B. Clark Forces Driving Regulatory Change 369(2) Definitions 371(3) Professional Peer Level Assurance 374(1) Federal Regulation of Clinical Laboratories 375(10) Food and Drug Administration 385(3) Occupational Safety and Health Administration 388(1) International Organization of Standardization 389(1) State and Local Regulation of Clinical Laboratories 389(1) Peer-Level Assurance Inspection and Accreditation of Clinical Laboratories 389(6)
Chapter 23 Quality Management in the Laboratory 395(16) Lucia M. Berte A Brief History of Laboratory Quality Efforts 395(1) Moving Beyond Quality Control and Quality Assurance 396(2) A Model Laboratory Quality System 398(8) Beyond Laboratory Walls 406(5)
Chapter 24 Medicolegal Concerns in Laboratory Medicine 411(12) Daniel I. Labowitz Legal Liability 411(6) The Subpoena 417(1) The Technologist as Witness 417(3) Records 420(3)
Chapter 25 Managing Point-of-Care Testing 423(10) Susan E. Perkins Point-of-Care Testing Defined 423(2) Implementing Point-of-Care Testing 425(5) Summary 430(3)
Chapter 26 Marketing Clinical Laboratory Services 433(10) Carolyn C. Hart Sharon S. Gutterman Defining the Marketing Concept 433(1) Market Research 434(1) Market Segmentation 435(1) The Marketing Environment 435(1) The Marketing Mix: The Controllables 436(1) The Marketing Plan 437(6)
Chapter 27 Consulting to Physician Office Laboratories 443(8) Diana Mass Consultation Process and Roles 443(1) The Need for Laboratory Testing and Consultants in the Physician Office Laboratory 443(1) Consultation Services 444(3) CLIA 88 Technical Consultant 447(1) Consultant Characteristics Competence 448(1) Basic Consultation Skills 448(3)
Chapter 28 Assessing Laboratory Operating Performance: The Laboratory Management Index Program 451(8) Thomas M. Sodeman Background and Introduction 451(1) The Laboratory Management Index Program 452(6) Conclusion 458(1) Part V Principles of Laboratory Finance 459(112)
Chapter 29 Introduction to Laboratory Financial Management 459(14) David J. Fine Barbara Caldwell Salmon Rohn J. Butterfield Justin E. Doheny Financing Health Care 459(4) Cost, Volume, and Revenue Relationships 463(6) The Clinical Laboratory in Hospital Context 469(4)
Chapter 30 Budgeting Laboratory Resources 473(20) David J. Fine Barbara Caldwell Salmon Rohn J. Butterfield Justin E. Doheny The Operating Expenses Budget 473(1) Types of Budget 474(6) Capital Decision Making 480(8) Revenue Budget and Rate Setting 488(5)
Chapter 31 Laboratory Cost Accounting 493(16) David W. Glenn Purpose, Use, and History 493(1) Cost Accounting 494(11) CAP-LMIP Terminology 505(4)
Chapter 32 Coding, Billing, and Reimbursement Management 509(10) Diana Voorhees Current Procedural Terminology Coding 509(2) Other HCPCS Codes 511(1) Fee Schedules 512(1) Other Coding Systems 513(1) Reimbursement Process 514(1) Fraud and Abuse 515(1) Future Trends and Issues 516(3)
Chapter 33 Financial Ratios for Laboratory Management Decision Making 519(12) James W. Sharp New Goals and Challenges 519(1) The Three-Step Process 520(11)
Chapter 34 Wage and Salary Administration 531(18) John R. Snyder The Reward System: Compensation and Noncompensation Dimensions 531(1) Legislation Governing Compensation Administration 532(2) Human Resource Cost Accounting 534(2) Personnel Budgeting 536(1) Financial Compensation for Laboratory Staff 537(3) Employee Benefits and Services 540(1) Employee Incentive Systems Based on Merit 541(2) Payroll Accounting 543(1) Arrangements for Compensating Physicians 543(3) Summary 546(3)
Chapter 35 Inventory Management and Cost Containment 549(22) John R. Snyder Scientific Inventory Management 549(1) Technical Description of Inventory Replenishment Systems 550(21) Index 571
